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One of the first tasks I set when I finally got staff in IBM’s Institute for KnowledgeManagement (Cynthia and part of Liza) was to create methods for the social construction of Cynefin using exemplar narratives. I might manage that in one post, it might make two. MORE

Knowledge is best remembered/stimulated by creating a rich context of decisions. KnowledgeManagement Reflections I'm back at KM World in Washington having keynoted at the event for well over a decade now. MORE

knowledge. Techniques and exercises are run through, with recommendations of how and where to apply them, examples of their use to knowledgemanagement, transformational change, customer and employee engagement, risk management and much more. MORE

I promised yesterday to talk about peer-to-peer knowledge flow. Removing mediating layers of interpretation reduced the dangers of misunderstanding; the same applies to knowledge flow. KnowledgeManagement Reflections MORE

Initially it was all about knowledgemanagement. My chapter in Knowledge Horizons (2000) explored multiple variations of a four quadrant version which had also appeared in the CBI handbook Liberating Knowledge in 1999 which I edited. MORE

the mix of 360º feedback from peers and clients, narrative journaling and wiki-participation will all give us data that reflects many months of shared work and thinking that we can use to measure both theory and practice as a by product of network knowledge creation. MORE

One of the themes was knowledgemanagement within the development sector, something to which I have returned on many occasions over the past decade. Tacit knowledge is better triggered by interaction between fragmented micro-narratives and our perception of current reality. MORE

One of the key things in understanding and managing a complex adaptive system is getting the granularity right. Granularity is one of the key factors in scaling success and one of the easiest to manage. Probably the key priority measure for knowledge. MORE

There was a picture of excited happy people in a knowledge cafe, followed by one of people slumped in boredom or asleep in a lecture theatre. Now in the keynote I had been arguing that most knowledgemanagement programmes start in the central box of the complex domain model. MORE

I argued back then, in 2002, that managing in the informal or shadow spaces of the organisation was more important than the formal side. As the focus of Cynefin moved from knowledgemanagement to a wider canvas this belief has been reinforced. MORE

A long time ago when I first created the Cynefin framework in its five domain form my focus was on knowledgemanagement. CoPs were then held to be the best way to host and develop expert knowledge, so calling it the domain of experts made sense. MORE

I started my keynote (available as a podcast) by referencing my surprise that this was the eleventh year at which I have given a keynote at the event and that in that time I had seen three cycles of knowledgemanagement adoption with the same mistakes being made each time. MORE

The last few days have seen one of the periodic retweeting of a three year old post I wrote with the title SAFe the Infantilisation of Management. This in turn generated a more extensive debate on LinkedIn which saw a few SAFe trainers and coaches defend their position. MORE

For the moment I need to complete my summary of this bottom up too down emergent approach to creating a knowledge strategy. Instead this is a continuous process of mapping and strategy developed based on feedback loops and dynamic, but managed change processes. MORE

In parallel I’m finishing off material for the new Cynefin Centre Masters programme which may be called The Management Apprenticeship , although the Trump associations might trigger a switch to Journey(wo)man or similar! The vexed question of certification came up in conversation yesterday. MORE

The negative exchange had started with my earlier criticism of SAFe as the infantilism of management. Their sins are those of omission, in that they do have knowledge of theory but don't want to engage until there is a stable body of cases. I KEEP six honest serving-men. MORE

The latter of these is key to managing a complex space and its form should not surprise anyone who had traditionally fairy stories read to them as a child. Business managers regard the target as a sacred object and its achievement, regardless of consequence, the only goal. MORE

It has fond memories for me of the early Delphi group knowledgemanagement conferences held in the Hotel Del. I'm back in San Diego again for a series of meetings and if things work out I am going to spending a lot more time here. MORE

As I said the four days are stand alone and there is a brochure , but to give you an idea of how it works: The opening day is suitable for anyone, including senior management (who can just turn up for the first half day). MORE

One of the deeply negative aspects of the knowledgemanagement period of a decade or more ago was the gross confusion of information with knowledge. Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information? MORE

As I described yesterday, my use of narrative started with the need to discover decisions and their nature as part of creating a bottom up approach to knowledgemanagement strategy. I should say that this type if mapping is not just of value in knowledgemanagement. MORE

This seems to have been an innate feature of management science and to a lesser extent social science considered more broadly. I'll write more on the health care issue in the new year but for the moment I want to focus on management science. MORE

It's a good Curry do with conversation (on our table at least) based on some knowledge of the sport. The trouble is that would not allow large teams of recently graduated MBA's to reuse recipes and documents from over codified knowledgemanagement systems. MORE

From time to time in knowledgemanagement circles the cry of standardisation is raised. Since inviting people in, they have managed to alienate the three people with experience who provided. KnowledgeManagement Polemic ReflectionsIt's just happened again with a new KM Linked In Group with the banner.accreditation association delegated to make decisions by the global KM community. MORE

Lots of interesting things over the last three days with new projects on creating an artisan model of learning and a complexity based approach to project management. I'm currently in Stockholm for the Adopting Agile workshop/think tank (it has flavours of both). MORE

If you look at the medical profession we have nurses who start with experience and acquire theoretical knowledge and doctors who start with theory and then acquire practice. In those cases an approach has evolved over time with some elements of design and management. MORE

Now I want to be helpful here so I spent time during the experience looking at the process and treating the problem as if I was a consultant/ethnographer looking at it from a knowledgemanagement perspective – I do have some reputation in that area. MORE

So, here you go: Cynefin as a framework has its origin in knowledgemanagement, in part as a reaction against Nonaka’s SECI model and was initially stimulated by Boisot’s I-Space. The SECI model focused on tacit to explicit knowledge conversion running through four transitionary states. MORE

There have been a fair number over the years, particularly in the area of knowledgemanagement which is where all of this got started. Back in the KnowledgeManagement days I produced a lot of material in the more popular journals. MORE

KnowledgeManagement ReflectionsWhen we put CalmAlpha together back in January I was somewhat shamed by Joseph Pelrine talking about his use of ABIDE, something that I developed as a pairing for ASHEN the best part of a decade ago, but then left it to go into decline. Others, Viv Read for example, argued that it should be brought back into the mainstream but it wasn't until a month or so that I started to realise why I was blocked on it, and how to use it. MORE

my job now is to summarise the remaining papers available, having covered off both Cynefin and Narrative that leaves a bit of a hotchpotch of material although its mostly knowledgemanagement. KnowledgeManagement Musings MORE

I remember at University writing whole essays in coffee fueled all night sessions to hit a deadline, something that carried on during IBM days where producing an article every month was part of the thought leadership targets we had within the Institute for KnowledgeManagement. MORE

It's been the best part of twenty years now since I moved out of operational and strategic management roles and was granted the freedom to play with ideas following IBM's take over of DataSciences. MORE

A long time ago I settling into a new strategic role within DataScience following the best part of a decade as consultant/programmer then General Manager of the Decision Support Software business. So literally it means false knowledge and is thus a pejorative epithet. MORE

I learnt this many years ago when, subject to one of their exercises, I managed to get my business into the top right hand box of one of the strategic matrices. … IBM” was a standard adage a few decades ago. You could have a better software package, or better hardware but it didn’t matter. MORE

There is also an irony here in that Cynefin partly emerged as a consequence of my concerns over one of the major outputs of Japanese management thinking, namely Nonaka’s SECI or BA model that triggered the codification heresy in knowledgemanagement. MORE

There was a lot of value in setting objectives, designing things based on how things should be provided you had the sense to realise when you had reached a threshold of what I started to call manageable ambiguity. MORE

Many moons ago in the early days of knowledgemanagement I argued that the ubiquitous DIKW pyramid was both flawed and dangerous. I was speaking before one idiot who was setting out his stall as the founding father if wisdom management. MORE

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I argued back then, in 2002, that managing in the informal or shadow spaces of the organisation was more important than the formal side. As the focus of Cynefin moved from knowledgemanagement to a wider canvas this belief has been reinforced.

If you look at the medical profession we have nurses who start with experience and acquire theoretical knowledge and doctors who start with theory and then acquire practice. In those cases an approach has evolved over time with some elements of design and management.

Trending Sources

Knowledge is best remembered/stimulated by creating a rich context of decisions. KnowledgeManagement Reflections I'm back at KM World in Washington having keynoted at the event for well over a decade now.

For the moment I need to complete my summary of this bottom up too down emergent approach to creating a knowledge strategy. Instead this is a continuous process of mapping and strategy developed based on feedback loops and dynamic, but managed change processes.

I started my keynote (available as a podcast) by referencing my surprise that this was the eleventh year at which I have given a keynote at the event and that in that time I had seen three cycles of knowledgemanagement adoption with the same mistakes being made each time.

There was a lot of value in setting objectives, designing things based on how things should be provided you had the sense to realise when you had reached a threshold of what I started to call manageable ambiguity.

I promised yesterday to talk about peer-to-peer knowledge flow. Removing mediating layers of interpretation reduced the dangers of misunderstanding; the same applies to knowledge flow. KnowledgeManagement Reflections

The latter of these is key to managing a complex space and its form should not surprise anyone who had traditionally fairy stories read to them as a child. Business managers regard the target as a sacred object and its achievement, regardless of consequence, the only goal.

Initially it was all about knowledgemanagement. My chapter in Knowledge Horizons (2000) explored multiple variations of a four quadrant version which had also appeared in the CBI handbook Liberating Knowledge in 1999 which I edited.

In parallel I’m finishing off material for the new Cynefin Centre Masters programme which may be called The Management Apprenticeship , although the Trump associations might trigger a switch to Journey(wo)man or similar! The vexed question of certification came up in conversation yesterday.

the mix of 360º feedback from peers and clients, narrative journaling and wiki-participation will all give us data that reflects many months of shared work and thinking that we can use to measure both theory and practice as a by product of network knowledge creation.

One of the first tasks I set when I finally got staff in IBM’s Institute for KnowledgeManagement (Cynthia and part of Liza) was to create methods for the social construction of Cynefin using exemplar narratives. I might manage that in one post, it might make two.

I learnt this many years ago when, subject to one of their exercises, I managed to get my business into the top right hand box of one of the strategic matrices. … IBM” was a standard adage a few decades ago. You could have a better software package, or better hardware but it didn’t matter.

Now I want to be helpful here so I spent time during the experience looking at the process and treating the problem as if I was a consultant/ethnographer looking at it from a knowledgemanagement perspective – I do have some reputation in that area.

The latter of these is key to managing a complex space and its form should not surprise anyone who had traditionally fairy stories read to them as a child. Business managers regard the target as a sacred object and its achievement, regardless of consequence, the only goal.

There is also an irony here in that Cynefin partly emerged as a consequence of my concerns over one of the major outputs of Japanese management thinking, namely Nonaka’s SECI or BA model that triggered the codification heresy in knowledgemanagement.

From time to time in knowledgemanagement circles the cry of standardisation is raised. Since inviting people in, they have managed to alienate the three people with experience who provided. KnowledgeManagement Polemic ReflectionsIt's just happened again with a new KM Linked In Group with the banner.accreditation association delegated to make decisions by the global KM community.

The last few days have seen one of the periodic retweeting of a three year old post I wrote with the title SAFe the Infantilisation of Management. This in turn generated a more extensive debate on LinkedIn which saw a few SAFe trainers and coaches defend their position.

Many moons ago in the early days of knowledgemanagement I argued that the ubiquitous DIKW pyramid was both flawed and dangerous. I was speaking before one idiot who was setting out his stall as the founding father if wisdom management.

So, here you go: Cynefin as a framework has its origin in knowledgemanagement, in part as a reaction against Nonaka’s SECI model and was initially stimulated by Boisot’s I-Space. The SECI model focused on tacit to explicit knowledge conversion running through four transitionary states.

It has fond memories for me of the early Delphi group knowledgemanagement conferences held in the Hotel Del. I'm back in San Diego again for a series of meetings and if things work out I am going to spending a lot more time here.

One of the deeply negative aspects of the knowledgemanagement period of a decade or more ago was the gross confusion of information with knowledge. Where is the wisdom we have lost in knowledge? Where is the knowledge we have lost in information?

my job now is to summarise the remaining papers available, having covered off both Cynefin and Narrative that leaves a bit of a hotchpotch of material although its mostly knowledgemanagement. KnowledgeManagement Musings

KnowledgeManagement ReflectionsWhen we put CalmAlpha together back in January I was somewhat shamed by Joseph Pelrine talking about his use of ABIDE, something that I developed as a pairing for ASHEN the best part of a decade ago, but then left it to go into decline. Others, Viv Read for example, argued that it should be brought back into the mainstream but it wasn't until a month or so that I started to realise why I was blocked on it, and how to use it.

A long time ago when I first created the Cynefin framework in its five domain form my focus was on knowledgemanagement. CoPs were then held to be the best way to host and develop expert knowledge, so calling it the domain of experts made sense.

As I described yesterday, my use of narrative started with the need to discover decisions and their nature as part of creating a bottom up approach to knowledgemanagement strategy. I should say that this type if mapping is not just of value in knowledgemanagement.

A long time ago I settling into a new strategic role within DataScience following the best part of a decade as consultant/programmer then General Manager of the Decision Support Software business. So literally it means false knowledge and is thus a pejorative epithet.

This seems to have been an innate feature of management science and to a lesser extent social science considered more broadly. I'll write more on the health care issue in the new year but for the moment I want to focus on management science.

One of the themes was knowledgemanagement within the development sector, something to which I have returned on many occasions over the past decade. Tacit knowledge is better triggered by interaction between fragmented micro-narratives and our perception of current reality.

It's a good Curry do with conversation (on our table at least) based on some knowledge of the sport. The trouble is that would not allow large teams of recently graduated MBA's to reuse recipes and documents from over codified knowledgemanagement systems.

knowledge. Techniques and exercises are run through, with recommendations of how and where to apply them, examples of their use to knowledgemanagement, transformational change, customer and employee engagement, risk management and much more.

Lots of interesting things over the last three days with new projects on creating an artisan model of learning and a complexity based approach to project management. I'm currently in Stockholm for the Adopting Agile workshop/think tank (it has flavours of both).

I remember at University writing whole essays in coffee fueled all night sessions to hit a deadline, something that carried on during IBM days where producing an article every month was part of the thought leadership targets we had within the Institute for KnowledgeManagement.

The negative exchange had started with my earlier criticism of SAFe as the infantilism of management. Their sins are those of omission, in that they do have knowledge of theory but don't want to engage until there is a stable body of cases. I KEEP six honest serving-men.

One of the key things in understanding and managing a complex adaptive system is getting the granularity right. Granularity is one of the key factors in scaling success and one of the easiest to manage. Probably the key priority measure for knowledge.

There have been a fair number over the years, particularly in the area of knowledgemanagement which is where all of this got started. Back in the KnowledgeManagement days I produced a lot of material in the more popular journals.

As I said the four days are stand alone and there is a brochure , but to give you an idea of how it works: The opening day is suitable for anyone, including senior management (who can just turn up for the first half day).

There was a picture of excited happy people in a knowledge cafe, followed by one of people slumped in boredom or asleep in a lecture theatre. Now in the keynote I had been arguing that most knowledgemanagement programmes start in the central box of the complex domain model.